Three Key Elements For Building An Excellent Team

For the CEO, this is a matter of life and death. If it doesn't work well, it will slow down the whole company, get off the track, or even completely paralyze.

If we can build an excellent team, the potential of the staff will be released to the maximum extent, the customer's demand can be accurately grasped, and the trend of market environment can be accurately predicted, and the internal mechanism and efficiency can be achieved in many areas.

The following are mainly discussed from three key elements:

First, seek wisdom and be eager to know others.

Set up a team, determine

Staff composition is the chief executive's responsibility and is often the most powerful leverage to regulate team performance.

For example, the chief executive of Coca Cola Co has said that even if all the factories of the world's Coca Cola Co are burned, a new brand of Coca Cola Co will soon appear in the face of the world.

When Cao Cao attacked Xuzhou, Yuan Shao blamed Cao Cao for taking Xuzhou. Cao Cao laughed and said no small Xuzhou. As long as you have the skills, the world is yours. Why is a Xuzhou? Cao Cao said that the bottom line of the remarks was based on the superiority of the top team.

Before the war in Guandu, Cao Cao and Yuan Shaobi were at an absolute disadvantage because of family background, accumulation of human resources and resources. Cao Cao himself had no confidence in defeating Yuan Shao, and only had ten confidence in the strategic analysis of Xun Yu's failure.

The victory of Yuan Shaohou's letter to Yuan Shao, who did not hold accountable and pay for the torch, fully illustrated Cao Cao's ambition to be wise and eager to know others.

To build a high-level team should be composed of appropriate personnel. High-end talent can be met but not demand, it is a hot commodity, not like Zhu Geliang waiting for you to develop.

The cause of high-end talent lies in his intelligence and independence. There are bound to be one or more of these problems (such as Guan Zhong's greed, Ji Xiaolan's lewd, and Zhang Fei's fire). As chief executive officer, if there is no short supply, building a high-level team is just a mirage.

In addition, it is necessary to determine what contributions the entire team and its members must make in order to achieve the performance goals set by the organization, and then make necessary changes to the team.

For example, in the running chain of many enterprise organizations, there must be one or more departments or individuals that affect the operation efficiency of the organization and cause the low performance of the organization. In this case, we must try every means to eliminate the chain departments or individuals, improve the operational ability of the organization, and promote the excellence of the high-level team.

This sounds simple and direct, but usually requires the CEO's conscious attention and courage to carry out drastic reform and innovation; otherwise, the senior team may remain in a state of low performance for a long time.

Two, highlight the key points and do our best.

Many top management teams are trying to find their own.

And the center of gravity.

In reality, the scale of enterprise organization is large, the cost of management is high, and all kinds of professionals are equipped with relatively high management ability. In order to show their status and role in the organization, everyone will not consider the problem from the overall perspective. The strategic plan formulated by the enterprise considers the needs of the various parties, will do some coordination and become useful, and useless sediment will inevitably be comprehensive, large and complete, with no focus and difficult implementation.

Only 39% of the survey results showed that their team focused on the real value work in the eyes of the top management team.

Only 31% of respondents indicated that their top teams allocated a moderate amount of time to promote effective work around the strategy and different projects that they consider important.

How much do they have nothing to do with strategy? How much value they have done nothing to do with value added? How much resources have they consumed and how much time they have wasted? How many times and opportunities have they wasted in their growth? In many cases, the TMT has not identified and implemented the priority task, but is trying to do everything.

Sometimes, they can not tell which problems need them to act collectively, how to play the synergy of the organization, which items can only be supervised, and make good use of limited resources, capabilities and time to make good use of steel.

These defects result in the agenda of the top management team is full, not Wenshan, or the Hui sea. The energy is scattered and the key is deviated. No top management team can cope properly.

In many cases, meetings with little team members are puzzled by team members: when will they get back to "real work", which is the root cause of big business illness.

When this kind of operation fails, chief executives usually need to respond; the top management team members have their own business unit goals and individual career incentive mechanisms. Without concerted efforts, they will not be able to sort out a coherent list of top management team priorities.

Without a focused list of business priorities, it is impossible to have priorities.

In addition, although the work can prioritize and lay stress on the key points, if we aim too high, we will not consider the resources, capabilities and core of the enterprises.

It must be divorced from reality.

Three, enhance interaction and improve the process.

The scale of the organization is large. The president, the general manager, the deputy general manager, the manager, the deputy manager, the supervisor and so on all have assistants or secretaries. The daily operation information is pmitted by the assistant or the secretary.

In addition, everyone is a prominent figure in the organization, and his body can not be lowered, so he works with each other because of his work, and there is little interaction and interaction.

Therefore, CEO must pay close attention to whether the team has effective interaction mechanism, and the lack of such mechanisms is a common problem.

To rectify the problem of ineffective interaction mechanism, we need to focus on these problems and take measures to intervene. It is best to deal with the problem when the inefficient mode is revealed.

Tailor made is in line with the actual operation process of the enterprise, so as to scientifically and reasonably standardize the operation process of the enterprise.

Each top management team is unique, and every CEO needs to deal with a unique set of problems.

Enterprise vision, values, talents, corporate culture, business philosophy, organizational philosophy, corporate behavior and so on, making the construction of top management team is not difficult. To form a highly effective executive team usually requires good diagnosis, and then carry out a series of seminars and field work, so that the team can focus on difficult business problems while enabling the team to interact smoothly.

When the CEO seriously ensures that his top management team has the will and ability to help the company achieve its strategic objectives, ensure that the team is always focused on the right subjects and carefully manage the interactive mechanism of the team, she is likely to get tangible results.

The best top management team will take the responsibility together, cultivate the ability to maintain and improve their effectiveness, so as to establish a lasting performance advantage to achieve the goal of building an effective top management team.

For more information, please pay attention to the world clothing shoes and hats and Internet cafes.